srategies and m&e
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INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE
Gender Strategies and Methods for M&E
INTERNATIONAL LIVESTOCK RESEARCH INSTITUTE
Outline
A stratification of strategies
General /common strategies
Using data (especially baseline data) to develop specific strategies
How do we know strategies are working?
A stratification of strategies
Gender Aware
Gender Blind
Exploitative Accommodating Transformative
A stratification of strategies
Gender
Exploitative
Take advantage of rigid gender norms and existing
imbalances in power to achieve program objectives.
Expeditious in the short run but unlikely to be sustainable
Can result in harmful consequences and undermine the
program’s intended objective
Gender
Accommodating
Acknowledge the role of gender norms and inequities and
seek to develop actions that adjust to and often compensate
for them.
No active strategy to seek to change the norms and
inequities
Focus on limiting any harmful impact on gender relations.
Gender
transformative
Actively examine, question, and change rigid gender
norms and imbalance of power
Encourage critical awareness among men and women of
gender roles and norms
Challenge and address the distribution of resources and
power relationships between women and others in the
community
Rationale: That through gender training an awareness on gender inequalities in women‟s status, access and control over resources will be created
• lead to better integration of women‟s concerns, needs and priorities in development policy planning and practice.
A large mass of gender training manuals, modules and checklists developed
Concerns over treating gender as a technical issue==transformational gender training
Strategies: Capacity Building
Integrationist Gender Training Transformative GenderTraining
Gender training as a stand-aloneinitiative
Gender training as part ofinstitutional reform
Focus on gender roles Focus on gender relations
Describe gender inequalities Analyze gender inequalities
Gender mainstreaming through increasing number of women within organization / groups
Gender mainstreaming through integration of gender equality concerns into the analyses and formulation of all policies, programs and project.
Greater focus on technical skill Balance in focus on personal, political and technical aspects of gender training
Creates gender awareness and sensitivity through one off trainings
Gender training as a continuous and iterative process combining class room training with non-training strategies
Does not demand accountabilityof institutions
Demand accountability of institutions
Better integration of women inthe society
Structural and systematic transformation of the society.
Training as an end Training as a mean to an end
No impact assessment of training Impact assessment of training
Making gender capacity building effective…
Links to personal, social and institutional transformation
Transformative rather than a reformist tool..including use of transformative approaches
• challenging the ideological, socio-cultural, economic, political and institutional frameworks and structures that create and recreate gender inequalities
“focus on developing skills on the integration of gender perspective
has led to „technicalization‟ and depoliticisation of gender training”
Long term commitment to capacity building, not one offs, not an event but a process
Combine training with non training strategies ( CB a necessary but not sufficient condition)
Targeting approaches
Targeting of resources, activities or services to specific groups of individuals with anticipation of changes in their “situation” relative to others
Different levels of targeting
• whole projects, project components, activities, resources, assets, services
Targeting approaches
There are some advantages to targeting
• Reduce inequalities in distribution of key resources, assets (positive discrimination)
• Processes such as capacity are directed to those that need, or can use it..
• Matching of interventions to needs and therefore potential for higher impact
Caution
• Targeting can lead to more marginalization if not well done (backlash, withdrawal of other services)
• Discussions on need for targeting will all concerned groups
Collective Action
Use of groups to improve rights and access to services, accumulation of assets, linkages to markets, management of resources is a well-established means of social and economic empowerment
Collective action:
Key issues
• Are women only groups more appropriate for reaching women than mixed only groups?
Governance, leadership, women‟s voice and representation
• Form new groups or use existing ones?
How representative are the members in these groups? Do the poor participate in collective action?
Participatory Approaches
Involving rural women in the design of technologies products and services that are intended for their use and in the planning of services that are intended to reach them
Women‟s participation in the design of water, transportation, energy, farm technology, asset transfer schemes
From Data to strategies
What informs strategies to address gender issues?
Past project experiences /experiences from other organizations
Stakeholder consultations on key issues and potential strategies
Local knowledge of issues and context
Use of gender data (baseline data, case studies etc)
East Africa Dairy Development
Gender strategies informed by; • Analysis of a baseline report carried out in Kenya,
Rwanda and Uganda
• Consultative meetings between the EADD gender focal persons from the 3 countries and ILRI
• Consultations and discussions with staff and partners in EADD
Strategies are specific, addressing the real issues and owned by project stakeholders /partners
Integrated into annual work plans of project staff and partners
Process Approach
M&E and
Learning
Identification of key
gender issues
based on baseline
data and field
experiences
Identification of
potential strategies
to address key
issues
Develop indicators to
measure progress and
effectiveness of these
strategies
Implementation of
proposed strategies
Assessment
evaluate the
effectiveness of
these strategies
Documentation
and sharing of
experiences and
lessons
Key issues at different levels of the project
Low access and use of improved technologies, inputs and services by women and female headed household
Women lack assets-means of production and assets such as land, financial capital, livestock etc. it‟s therefore difficult for women to invest in cows and land that do not belong to them
Low and ineffective participation by women in meetings Low registration of women in groups
Women not actively taking up leadership roles and when they do, they are taking the roles of treasurer or Secretary in groups
Milk is delivered to CPs by women but money is collected by men/husbands.
Few women buy shares and involved in management of chilling plants
Attitudes towards gender issues are not always positive and there exists gender stereotypes amongst staff that get transferred to the work with groups and communitiesMajority of staff have low skills on how to deal with the gender issues and how to integrate gender in their work
From results to strategies
Low participation of women in marketing co-operatives
• Proposed project interventions for milk marketing =chilling plants based on a co-op model
Low ownership of shares by women in farmer managed co-operatives and infrastructure
0
10
20
30
40
50
60
70
80
90
100
Kenya Rwanda Uganda All countries%
of
ma
le a
nd
fe
ma
le r
eg
iste
red
Men and women registration in co-operatives
Male Female
Addressing key issues
Discussions with gender focal persons and other project staff on reasons for these trends
• Proposed focus group discussions with both men and women farmers on reasons for low registration by women and low purchase of shares
• Key causes:
Low access to finances
Cultural issues around women‟s status and place in the hh
Proposed strategies for joint registration have not worked due to cultural issues
Multiple strategies for different contexts
Low registration
and purchase of
shares by women
Tailor services being offered to the chilling
plants to meet specific needs of women (e.g
the payment system) and monitor extent to
which women buy shares based on this
Use women groups who open a group supply
number to which they contribute milk (instead
of cash contributions). Part of the income
from this is then used to buy shares for the
group members.
Propose to a few chilling plants to test a
subsidized price for shares to women
Set up a revolving fund for women with
potential links to microfinance and village
banks
Capacity building for transforming gender
relations and attitudes
Key results form the baseline studies
Women keep more and have more control of milk sold in the evening to informal markets compared to milk going to formal channels..co-ops
• Milk is delivered to co-ops by women but money is collected by men/husbands.
Possible causes
• Men are registered as members, women do the milking and deliver the milk
• Payment is through back accounts which are in the names of male heads of households
• Money is also diverted due to the payment schedule of the chilling plant (monthly/ or bi weekly)
Multiple strategies for different contexts
Income to women
from milk sold in
co-ops /CPs very
low
Evaluate feasibility of payment systems which
women are more likely to have access to e.g
Mpesa, ZAP. This will be based on an
assessment of ownership of mobile phones by
women (asset ownership not disaggregated
during baseline).
Combine both formal and traditional milk
marketing to ensure women do not lose
control of milk income (morning milk taken to
CPs, evening milk sold through informal
channels).
Capacity building for transforming gender
relations and attitudes
Village banks and increasing capacity for
women to become members
How do we know these strategies work?
Effectiveness of the strategies
• in addressing the issue
• cost effectiveness
• other?
What indicators:
• Qualitative /quantitative
• Local indicators /scientific indicators
• Core key set of indicators complemented with qualitative studies
How do we know these strategies work?
Some methods..
• Regular monitoring and field data collection
Integration of variables into existing tools e.g participation data, register of shareholders
Regular analysis; to feed back into the analysis
Case evaluation of specific strategies
To integrate in impact assessment
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